Worcester Business Journal

8 Worcester Business Journal | August 25, 2025 | wbjournal.com Many generations, one workforce Communications issues, clashes over values, and how to navigate the most age-diverse workforce ever in the modern economy BY MICA KANNER-MASCOLO WBJ Staff Writer F or the first time in history, five generations are participat- ing in America's workforce. is means both those who were raised on "I Love Lucy" and those who spent their childhoods watching "Wizards of Waverly Place" might be sitting cubicle to cubicle. is unprecedented intergenerational workforce comes with a wealth of differ- ent workforce norms and expectations that arguably make it the most ideo- logically and culturally heterogenous workforce to date. ese different convictions bring their workplaces a plethora of benefits and conflicts. For Central Massachusetts leaders, as complicated as this time may be, it opens the door to merge different expertise and experiences, making a workforce fit for the everchanging land- scape of workplace modernity. How individuals show up to their workdays and what they're looking for out of their jobs can differ greatly by generation, said Amy Mosher Berry, CEO and founder of Visions Internships in Marlborough. While there are comparatively far fewer individuals in the workforce from the Silent Generation, composed of those born 1928 and 1945, there are still many who serve in important roles, including on boards and committees, Mosher Berry said. Most of them are not grinding to earn an income, but are instead emphasizing their legacy in the places they can have a real impact. is theme of legacy trickles down to the Baby Boomers, those born between 1946 and 1964. Mosher Berry sees these workers focusing on financially equip- ping themselves for retirement, with many having served decades at the jobs they're in. As they set their sights on retirement, Boomers are looking to set up succession plans and prepare their businesses and organizations for their upcoming departures. When it comes to Millennials and Gen Z, they're not nearly as focused on company loyalty and staying with one company for the long term, said James Goldsberry, founder and CEO of NextUp2Lead, a Westbor- ough-based man- agerial coaching firm. "at loyal- ty goes more toward the technology, the purpose, the meaning of the work, not necessarily the company and corporation that they have," said Goldsberry. is sentiment is widely supported in literature analyzing the wants of young- er generations in the workplace. A 2025 global study performed by Deloitte of more than 23,000 Gen Zers and Millennials found 89% of Gen Z and 92% of Millennials highlight- ed a sense of purpose as important to their job satisfaction and well-be- ing. Furthermore, 44% of Gen Zers and 43% of Millennials reported they had le a position due to lack of purpose, and about 40% of both had rejected to participate in assignments going against their personal beliefs or ethics. is creates disconnect between generations, with older generations in leading roles not quite Amy Mosher Berry, CEO and founder of Visions Internships in Marlborough Leading the workforce Older Gen Zers through older Millenials represent the largest generational percentage of those employed in the Massachusetts workforce Number of employee Percentage Age range Massachusetts residents of workforce 16-19 140,933 3.75% 20-24 336,429 8.96% 25-44 1,600,679 42.63% 45-54 705,549 18.79% 55-64 671,525 17.89% 65-74 250,681 6.68% 75+ 48,651 1.30% *Note: Figures exclude those employed in the Armed Services Source: The 2023 American Community Survey, conducted by U.S. Census Bureau James Goldsberry, CEO and founder of NextUp2Lead IMAGE | ADOBE STOCK

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